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    Error Mastery in Alliance Transport Megaprojects

    Access Status
    Fulltext not available
    Embargo Lift Date
    2024-04-19
    Authors
    Love, Peter
    Matthews, Jane
    Date
    2022
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Love, P.E.D. and Matthews, J. 2022. Error Mastery in Alliance Transport Megaprojects. IEEE Transactions on Engineering Management.
    Source Title
    IEEE Transactions on Engineering Management
    DOI
    10.1109/TEM.2022.3151494
    ISSN
    0018-9391
    Faculty
    Faculty of Science and Engineering
    Faculty of Humanities
    School
    School of Civil and Mechanical Engineering
    School of Design and the Built Environment
    Funding and Sponsorship
    http://purl.org/au-research/grants/arc/DP210101281
    URI
    http://hdl.handle.net/20.500.11937/90150
    Collection
    • Curtin Research Publications
    Abstract

    Human error is a major source of rework, with a project's culture setting the tone for its response and how it cooperates and shares information. This article examines how a program alliance's error culture, which forms part of a transport megaproject, mitigates its errors and rework. We undertake a series of semi-structured interviews to make sense of the experiences of alliance participants about why and how rework occurs, its assessment, and if knowledge sharing occurs when it arises. Our analysis reveals that the alliance effectively utilizes elements of an error management culture to communicate and share knowledge. However, we find the alliance's learning capacity is constrained by its inability to capture and analyze rework-related knowledge, preventing it from building resilience to error. Consequently, we propose a collection of principles that an alliance can draw upon to create an error mastery mindset enabling it to manage its rework risks and unexpected events. The benefits of an error mastery mindset are threefold as it provides the ability to: 1) better support people's well-being; 2) anticipate what might go wrong; and 3) adapt and learn about circumstances where errors and rework occur and re-establish work practices after an adverse event.

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      Love, Peter ; Matthews, Jane ; Ika, L.A.; Fang, W. (2022)
      Rework has been and continues to be a problem during the construction of transport mega-projects. This article examines the error culture of an alliance that forms part of a transport mega-project to determine its ...
    • From Quality-I to Quality-II: cultivating an error culture to support lean thinking and rework mitigation in infrastructure projects
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      While lean thinking may help tackle waste, rework remains an ongoing problem during the construction of infrastructure projects. Often too much emphasis is placed on applying lean tools rather than harnessing the human ...
    • Error aversion or management? Exploring the impact of culture at the sharp-end of production in a mega-project
      Matthews, Jane ; Love, Peter ; Ika, L.A.; Fang, W. (2022)
      The research we present in this paper addresses the following question: What type of error culture does the rank-and-file workforce experience during construction, and does it help mitigate rework? We undertake an exploratory ...
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